A. Pierro (Antonio)http://repub.eur.nl/ppl/14498/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositoryManagement of Pediatric Inguinal Hernias in the Era of Laparoscopy: Results of an International Surveyhttp://repub.eur.nl/pub/70080/
Sat, 01 Feb 2014 00:00:01 GMT<div>A. Zani</div><div>S. Eaton</div><div>M. Hoellwarth</div><div>R.K. Puri</div><div>J. Tovar</div><div>P.A. Fasching</div><div>P. Bagolan</div><div>P. Lukac</div><div>R.M.H. Wijnen</div><div>W.M. Kuebler</div><div>G. Cecchetto</div><div>R. Rintala</div><div>A. Pierro</div>
Aim The aim of the study is to present views of pediatric surgeons on the optimal approach to inguinal hernias in children. Methods A questionnaire was submitted to participants of EUPSA-BAPS 2012 and it was returned by 187 responders (85% senior surgeons) from 46 (27 European) countries. Main Results Approximately 80% of the responders work in centers treating more than 100 cases/year. Approximately 79% of the responders routinely perform laparoscopy for other conditions, but of these, only 22% of the responders routinely perform laparoscopic inguinal hernia repair. Open approach is preferred by 83% of the responders. Of these, 79% of the responders favor unilateral approach, 12% of the responders contralateral, and 9% of the responders contralateral laparoscopic exploration via hernial sac. Considered advantages are the less risk of recurrence (66%), less abdominal organ injury (31%), less vas/vessel injury (25%), and speed (16%). Laparoscopic approach is preferred by 17% of the respondents, of whom 58% perform laparoscopy at all ages, 15% only in younger than 1-year-old infants. Approximately 81% of the responders offer laparoscopy to both sexes, and 17% only in girls. Only 15% would do laparoscopy after incarceration. Purse string is the most popular (58%), then laparoscopic-guided percutaneous closure (28%), flip-flap (6%), or other techniques (8%). Proficiency is achieved after 50 (14%), 25 (48%), 10 (32%), or 5 (6%) laparoscopic hernia repairs. Considered advantages are less metachronous contralateral hernias (57%), better cosmesis (41%), easier technique (34%), less vas/vessel injury (31%), and less postoperative pain (22%). A total of 50 responders are planning to start laparoscopic hernia repairs. Conclusions Most pediatric surgeons favor open unilateral inguinal hernia repair. The role of laparoscopy in inguinal hernias is still controversial and yet to be accepted even amongst pediatric surgeons expert in laparoscopy.International survey on the management of esophageal atresiahttp://repub.eur.nl/pub/73324/
Sat, 01 Feb 2014 00:00:01 GMT<div>A. Zani</div><div>S. Eaton</div><div>M. Hoellwarth</div><div>R.K. Puri</div><div>J. Tovar</div><div>P.A. Fasching</div><div>P. Bagolan</div><div>P. Lukac</div><div>R.M.H. Wijnen</div><div>W.M. Kuebler</div><div>G. Cecchetto</div><div>R. Rintala</div><div>A. Pierro</div>
Follower need for cognitive closure as moderator of the effectiveness of leader procedural fairnesshttp://repub.eur.nl/pub/76461/
Wed, 01 Jan 2014 00:00:01 GMT<div>A. Pierro</div><div>M. Giacomantonio</div><div>A.W. Kruglanski</div><div>D.L. van Knippenberg</div>
Leader procedural fairness is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the moderating role of follower need for cognitive closure, the disposition to reduce uncertainty and swiftly reach closure in judgement and decision. We propose that need for closure captures followers sensitivity to the uncertainty-reducing influence of leader procedural fairness. Across three studies designed to yield complementary evidence (two surveys and a scenario experiment), we find support for the hypothesis that perceived leader procedural fairness has a stronger (positive) relationship with leadership effectiveness for followers higher in need for closure. This support is found across a variety of indicators reflecting different aspects of leadership effectiveness: effort and performance, social identification, job satisfaction, and leader evaluations. We discuss how these findings advance our understanding of the uncertainty-reducing role of leader fairness.Leadership and uncertainty: how role ambiguity affects the relationship between leader group prototypicality and leadership effectivenesshttp://repub.eur.nl/pub/20180/
Tue, 01 Jun 2010 00:00:01 GMT<div>L. Cicero</div><div>A. Pierro</div><div>D.L. van Knippenberg</div>
In social identity analyses of leadership the role of leader group prototypicality (the extent to which the leader is representative of the collective identity) in leadership effectiveness is emphasized. We extend this analysis by identifying role ambiguity as a situational influence that feeds into the desire to reduce uncertainty, as a moderator of the relationship between leader group prototypicality and indicators of leadership effectiveness (perceived effectiveness, job satisfaction and turnover intentions). Role ambiguity is proposed to lead people to turn to their group memberships, making leadership effectiveness more contingent on the extent to which leaders are group prototypical. Results of a survey of n=368 employees of four Italian companies supported this hypothesis. Role ambiguity and leader group prototypicality interacted in predicting perceived effectiveness, job satisfaction and turnover intentions, such that leader group prototypicality was more strongly related to leadership effectiveness for employees experiencing greater role ambiguity.Leader Group Prototypicality and Job Satisfaction: The Moderating Role of Job Stress and Team Identificationhttp://repub.eur.nl/pub/71025/
Sat, 01 Sep 2007 00:00:01 GMT<div>L. Cicero</div><div>A. Pierro</div><div>D.L. van Knippenberg</div>
The authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership.Employees work effort as a function of leader group prototypicalityhttp://repub.eur.nl/pub/11816/
Mon, 01 Jan 2007 00:00:01 GMT<div>L. Cicero</div><div>M. Bonaiuto</div><div>A. Pierro</div><div>D.L. van Knippenberg</div>
The social identity model of organizational leadership (SIMOL; Hogg and van Knippenberg, 2003 was extended analyzing the degree of employees’ effort as individual outcome of leadership effectiveness. Two studies were conducted with Italian participants. Study 1 was a survey conducted with 68 employees of a medium size company. Results showed the significant two-way interaction effect of team identification × leader group prototypicality in predicting employees’ work effort. Study 2, including 124 students, was a 2 × 2 within subject design (team identification high vs. low × leader group prototypicality high vs. low) using scenarios. Results confirmed experimentally the causal relationship between such variables: subjects in condition of high team identification and high leader group prototypicality perceive leaders as more effective than the subjects in the other three conditions.Leader group prototypicality and leadership effectiveness: The moderating role of need for cognitive closurehttp://repub.eur.nl/pub/11863/
Mon, 01 Aug 2005 00:00:01 GMT<div>A. Pierro</div><div>L. Cicero</div><div>M. Bonaiuto</div><div>D.L. van Knippenberg</div><div>A.W. Kruglanski</div>
The moderator effect of need for closure on the relations between leader group prototypicality and different aspects of leadership effectiveness (perceived effectiveness, job satisfaction, self-rated performance, and turnover intentions) was examined. Need for closure, reflecting a desire to reduce uncertainty, was proposed to lead people to turn to their group memberships, thus making leadership effectiveness more contingent on the extent to which leaders are group prototypical. This hypothesis was tested in a survey of N =242 employees of 3 Italian companies. Results indicated the expected 2-way interaction between need for closure and leader group prototypicality in predicting leadership effectiveness: the relationship between leader group prototypicality and leadership effectiveness is stronger for high need for closure than for low need for closure employees. The way in which these findings extend the social identity theory of leadership, as well as more applied implications is
discussed.